11. The success of the organisation may depend upon asking the tough questions nowSlide 4 Charities must embrace the need for leadership – how can you influence this?
12. Slide 5 Wordle on Big Society from NCVO The changing environment
13. The importance of planningRisk touches every part of your organisation Risk assessment processes Operational Governance Reputational and external Environmental Financial (Charity Commission CC26 – Risk Management) Slide 6 More than ever before risk needs to be properly addressed
15. The importance of planningWhy do charities fail? Slide 8 Predictable income flows Need to track trends in income Most comfortable model Flexible cost base Fixed cost commitments Most vulnerable position Need to understand reserves policy Unreliable income
16. The importance of planningWhy do charities fail? Slide 9 Predictable income flows Need to track trends in income Most comfortable model Actually, it is almost invariably.. ..weak planning and financial management Flexible cost base Fixed cost commitments Most vulnerable position Need to understand reserves policy Unreliable income
17. The importance of planning Slide 10 Strategy Scenario planning/risk assessment Managementinformation Governance Reserves policy
18. The importance of planning Slide 11 Strategy Scenario planning/risk assessment Managementinformation Governance Reserves policy Important when things are going well – VITAL in a downturn
19. Responding to change Slide 12 Sigmoid CurveFrom Charles Handy “The Empty Raincoat” It’s hard to make change when things look on the up Growth / performance It’s much easier from a burning platform Time
20. Responding to change – what are the options? Slide 13 Plan A Diversify income Assess Risks Plan B Streamline Plan C Focus on core Evaluate Opportunities Plan D Collaborate->close Consider all possibilities to benefit your beneficiaries
21. Responding to change – assessing the options Slide 14 Time is critical – how long does your charity have? Diversify income Streamline Availability of options Focus on core Collaborate Merge Close Time Milestones
22. Responding to change – assessing the options Slide 15 What are your charity’s core activities? Additional activity 2 etc Discretionary costs Additional activity 1 “Semi-fixed” costs Core activities Fixed overhead
23.
24. The desire of one or more individuals to create a lasting legacy
25. To be more responsive to the needs of a local community
31. If your strategy is influenced by your key Senior Managers’ fear for their future or that of their employeesSlide 16
32. Approaching the question with an open mind Understanding the true cost of activities and overheads Researching the market for potential partners Benchmarking against other charities Reviewing all areas of their costs Making the best use of professional advice Challenging the status quo and being strategic What should Trustees and Senior Managers be doing? Be prepared to have open conversations
42. The success of the organisation may depend upon asking the tough questions nowSlide 19 Charities must embrace the need for leadership – how can you influence this?
![Who am I? Slide 2 Ian Oakley Smith – Specialist in charity turnaround ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)